The Role
This Director will work closely with ABA’s CEO and Head of Sales and own the performance of our three recurring-revenue products: CAP, RA/Renewals, and Platinum. The role will have senior-level sponsorship and visibility across the organization. The role owns how customers experience them from first exposure through renewal, what the data says about them, and how they are priced, packaged and developed. The goal is higher revenue, lower churn and fewer refunds.
No one owns this end to end today. We want a senior, commercially minded leader, ideally from strategy consulting, private equity value creation, product management or a similar operating background, who brings strong go-to-market experience and can work through a complex organization, identify issues before they show up in the P&L, and turn insights into clear recommendations and action.
Priorities, in order: customer experience and delivery, then data, then pricing and packaging.
What you'll do
Own the customer experience and delivery
- Map the full lifecycle from first exposure through education, sale, onboarding, service delivery and renewal, including every handoff between marketing, education, sales, support, fulfillment, legal and renewals.
- Listen to sales and support calls and speak with customers directly, including those who did not pay their first invoice or who churned, to learn why.
- Test whether what we promise at the point of sale matches what customers receive, and whether we show value during the year, not only at signup and renewal.
- Recommend and drive changes to delivery, customer onboarding and the overall customer experience, and set up ongoing feedback loops such as NPS, post-event surveys or customer advisory groups.
- Define and monitor service-level and customer-experience standards across each recurring product, working with functional owners to address performance gaps.
Own the data
- Own analytics for all three products: pull, run and interpret the data yourself from the CRM and billing systems.
- Publish a monthly KPI report by service line with leading indicators (activation, first-invoice payment, time to close) and lagging ones (revenue, margin, retention, churn, refunds and customer lifetime value, where the data allows).
- Catch issues within weeks, not months, such as invoices not going out or a drop in first-bill payment, and ask the owners what changed.
- Automate recurring reporting so your time goes to the work above.
Make pricing and packaging recommendations
- Use the data and customer insight to recommend pricing, packaging, bundles and renewal terms, and how fees are described at the point of sale.
- Identify upsell, cross-sell and product expansion opportunities that follow from what customers value.
- Maintain a prioritized roadmap for improvements to the recurring-services portfolio, informed by customer insight, performance data and business priorities.
- Identify and size opportunities for new service offerings, bundles or enhancements, including successors to existing offerings such as Platinum Plus; build the business case and lead agreed propositions from concept through launch with the relevant functional owners.
Lead change across the organization
- Bring a point of view and a plan, not just findings: what to change, why and what it should be worth.
- Run the recurring-products review cadence: set the agenda, hold owners accountable for answers and follow-through, and push until agreed changes happen.
- Influence sales, support, legal, renewals and finance, and work with outside advisors on retention and upsell.
What success looks like
- Within 90 days: a baseline KPI and economic view for all three products, a documented customer journey with its handoffs and service standards, a prioritized improvement roadmap, and a first set of root-cause findings backed by customer and sales call insight.
- Within 6 to 9 months: measurable improvement in first-invoice payment, retention, renewal rates, refunds or customer experience; initial delivery and onboarding changes implemented; and a first set of pricing, packaging or new-proposition decisions made.
- A recurring-products review that runs on a clear agenda, with owners who respond and changes that get made.
- Issues surface in the data within weeks, not months.
- Recognized as a credible senior leader who influences functional owners, strengthens accountability and is ready to take on broader leadership and team responsibility as the role evolves.
